Germany’s Next Top Manager: Does Personality Explain the Gender Career Gap?

Fietze, Simon; Holst, Elke; Tobsch, Verena

doi:10.5771/0935-9915-2011-3-240

Cited by 12 publications

(9 citation statements)

References 28 publications

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“…Bringing a more fine‐grained approach to this line of research, some scholars (Fietze, Holst and Tobsch, ; Hudgens and Fatkin, ) propose that differences in risk‐averseness between women and men might be the result of intolerance towards ambiguity, namely that women are more sensitive to uncertain situations (Fietze, Holst and Tobsch, ; Littman‐Wernli and Schubert, ). Thus, men tend to underestimate the probability of unlikely negative events compared with women (Schubert et al ., ).…”

Section: Women In Upper Management and Legal Riskmentioning

confidence: 99%

Women in Upper Echelons of Management, Tenure and Legal Risk

Bao

Fainshmidt

Nair

et al. 2012

British J of Management

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Integrating risk, gender diversity and upper echelons literatures, we examine whether the presence of women in upper management (top management team (TMT) and board of directors (BOD)) and the tenure of TMTs and BODs are associated with the risk of lawsuits. An analysis of data from firms in the US retail industry shows that the presence of women in TMTs and BODs and the tenure of TMTs and BODs are negatively associated with legal risk, but longer tenured BODs with more women had a positive impact on lawsuits. Implications and suggestions for future research are offered.

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Section: Women In Upper Management and Legal Riskmentioning

confidence: 99%

Women in Upper Echelons of Management, Tenure and Legal Risk

Bao

Fainshmidt

Nair

et al. 2012

British J of Management

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“…As control variables we entered into the regression the variables for highest educational attainment, years of experience and weekly working time. Finally, we entered the variables capturing the Big Five personality traits (compare Gerlitz and Schupp, 2005, but also Mount, 1991, 1993;Barrick et al, 2001;Fietze et al, 2011).…”

Section: Results Of Logistic Regressionsmentioning

confidence: 99%

“…This too could have an effect on wages (see e.g. Mount, 1991, 1993;Barrick et al, 2001;Fietze et al, 2011;Störmer, 2011).…”

mentioning

confidence: 99%

Be successful – be male and masculine? On the influence of gender roles on objective career success

Alewell

2013

Evidence-Based HRM: A Global Forum for Empirical Scholarship

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Purpose -The purpose of the paper is to analyse the influence of individual gender role specifications on objective career success (measured by gross yearly income) in the context of different gender job contexts whilst controlling for human capital and working time variables. Typical economic, sociological and psychological variables are combined to improve explanations of the gender wage gap. Design/methodology/approach -Starting from Eagly and Karau's role incongruity theory, the paper derives hypotheses on the influence of gender role specification, gender job context and biological sex on gross yearly income. These hypotheses are analysed by logistic regressions with a data set from Germany. The paper presents results of a quantitative empirical survey of employees on wages, gender role-related self-descriptions and human capital variables. Findings -The paper results show that even in this highly qualified sample, male biological sex, masculine gender roles and non-female job context have a positive effect on individual income. The results hold true when the paper controls for human capital, working time, professional experience and jobs in the public sector. Research limitations/implications -Because of the limited size of the data set and some problems with selectivity, the research results lack generalizability. Researchers are thus encouraged to test the propositions with other data sets. Practical implications -The paper includes implications for wage design and for reaching wage equality in firms. An important implication for policy and practice is that under a gender and equal opportunity perspective, ensuring non-discriminating behaviour with regard to women may be only one (albeit an important) element of equal opportunity activities. Equal wage policies should further consider the gender characteristics of the job context, which may influence job-related roles and thus role incongruities. Additionally, individual interpretations of gender roles might have effects on wages. Human resource (HR) managers could support such policies by shaping job descriptions carefully with regard to gender role aspects, by influencing the gender composition of job contexts and by paying attention to the individual development of gender role interpretations in HR development programmes. Originality/value -The paper fulfils an identified research need to study simultaneously the influence of human capital variables and gender roles on wages. To the authors' knowledge, this is the first study, which studies the influence of gender roles as defined by Born (1992) on income in a German context of highly qualified individuals while controlling for human capital, working time and professional experience. The existing lack in the literature with regard to empirical analyses on the combined influence of economic, sociological and psychological variables is mitigated.

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“…Finally, not all employees respond equally to talent management processes and instruments. Recent research also suggests that personality traits should be included in some of the talent selection processes (Hough, Oswald 2008;Tett, Burnett 2003), and respective tools need to take the personality of employees into account (Fietze, Holst, Tobsch, 2010;Rammstedt 2007).…”

Section: Communication and Infrastructure Are Key In Helping To Balanmentioning

confidence: 99%

The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management

Landwehr¹

2016

JHRM

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There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey-talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label 'organization centric' talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, 'employee centric' talent management instruments and processes, which take an employee's self-efficacy, initiative, skills, and personality as starting point resulting in what we call a 'pull dynamic' of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.

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Germany’s Next Top Manager: Does Personality Explain the Gender Career Gap?

Cited by 12 publications

References 28 publications

Women in Upper Echelons of Management, Tenure and Legal Risk

Women in Upper Echelons of Management, Tenure and Legal Risk

Be successful – be male and masculine? On the influence of gender roles on objective career success

The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management

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